Football NSW CEO Stuart Hodge: “If we can get clarity and alignment together then I think we can see football reaching its potential”

Stuart Hodge 2

A long-time adherent of the world game, Football NSW Chief Executive Officer Stuart Hodge has been in charge of the state footballing body since 2017. His time in the role has included navigating back-to-back major lockdowns through a pandemic in NSW, with the current lockdown period beginning in late June.

The surge in COVID-19 cases across NSW left football in a tentative place nearly two months ago, but an extended lockdown has forced Hodge and Football NSW to ultimately cancel the remaining NSW-based state league seasons and its National Premier Leagues competitions.

Steering not just an organisation, but a state with such an engrained passion and commitment to football through a pandemic not once, but twice, has been a major challenge of Hodge’s time at the helm of Football NSW. If anything, leading the Football NSW family through such tough times has made Hodge appreciate the game to an even greater extent.

Stuart Hodge

Q: It’s been announced that all Football NSW seasons have been officially cancelled following a board meeting on Wednesday evening. How challenging was it for yourself and the board to make this difficult decision?

Stuart Hodge: Any decision to cancel a competition is a serious one, and one that you wear with a heavy heart. We all would have loved to have seen all of the competitions come to an end and all of the effort from the players, coaches, volunteers, everyone rewarded with a proper conclusion.

Unfortunately, the circumstances that we’re in now with the pandemic and with the extended lockdown that we’ve been in – we’re coming up towards two months now that we wouldn’t have had teams training – it’s getting later into the year and understandably without a roadmap from the government as to how sport’s going to come out of this, it was the sensible conclusion.

Really, it was the decision that we had to take. And as hard as that is, at least it now gives certainty to everybody, and we can now start to plan how the 2022 season now looks like.

We would’ve loved to have been able to play on. If you look at some of our competition structures, especially around our women’s league, we have around 80 players from the W-League playing in our WNPL which is a demonstration of what a fantastic league that is. We were facing significant crossover with the W-League, and then as every week of the lockdown went on it became pretty obvious that we weren’t going to be able to play out a season without a significant clash with the W-League.

Q: Obviously, it’s a challenging time at the moment with NSW (in addition to other states) going through a severe lockdown. How are Football NSW working to aid clubs throughout this period?

Stuart Hodge: I think the decision that we made gave our NPL clubs certainty. That’s one of the things I think many clubs wanted clarity on. Being in limbo and wondering whether you’re going to return means that they’re holding on and waiting for the decision, at least now they can take the appropriate action and move on.

We’ve revised our club entry fees to ensure some financial relief for the clubs. We’re also advocating for government support. We were successful in doing that last year and hope that further support from government will come.

And then with our association clubs, most of our metropolitan associations have already decided to cancel the rest of their season. So, again it’s about how we can support clubs to get through this period and make sure they’re strong for next year.

Q: Football NSW this week encouraged clubs to get involved in initiatives like the Club Facility Project Plan, what do these initiatives do for clubs looking to get government support during this period of financial duress?

Stuart Hodge: It’s a challenging time and I guess what has been a positive from the recent NSW Government budget is the significant investment into infrastructure. And in particular, sporting facilities.

We’re like many other states in that we have a chronic shortage of facilities, both quality and quantity. And it really is the main thing that’s holding us back from increasing even more so in terms of participation.

So, we’ve undertaken some projects including a facilities audit and facilities strategy to position us , our associations and clubs well to capitalize on some of the upcoming grant programs that the government has announced. There’s a Greater Cities Fund, a Centre of Excellence Fund and there’s a Multi-Sport Facility Fund that will all open soon from the NSW Government and we are working hard to make sure football is well-prepared to apply for those grants.

In addition to that, we have the Women’s World Cup coming and we’re working closely with the Office of Sport in proposing a Legacy Fund. And we’re working with Football Australia on that as well. It would be specific to the football community to be able to access. We’ve been doing a lot of advocating directly with ministers to really emphasise the need for investment into football facilities, and we’ve been pleased with some of the NSW Government’s grant programs in recent times.

We’ve seen a large portion of the available funds being allocated going towards football projects.

Q: How are you feeling following the announcement of the Domestic Match Calendar by Football Australia recently?

Stuart Hodge: I think it’s a really important project to undertake. Having a really fixed calendar where there’s more alignment in the game is very positive.

As I mentioned earlier, we’ve got some challenges we face in regards to some crossover with the W-League and our competition. So, we’re working to see how we can better position that. I think the Domestic Match Calendar is really important in that it gives everybody a clear view of when everybody’s playing and where they’re playing. I guess then it opens up opportunities for discussion around other competitions and where they fit in.

It gives us opportunities to build our activities around national team matches. We of course know with the Women’s World Cup coming – and once we become available again to have national teams come there – I’m sure there’ll be a lot of matches involving the Matildas and national teams will want to come and play here.

So, having that Match Calendar and that visibility is going to be very important for us all to plan as we head into the future.

WWC As One

Q: Beyond the impact of COVID-19, what are your most significant priorities for Football NSW for the rest of 2021?

Stuart Hodge: Obviously, at the moment the stability of everyone involved in Football in NSW is our priority. And making sure that we don’t leave anyone behind and everybody comes through this pandemic.

We’ve also got summer football coming up which is important for us, and that’s what we’re also working with the government on in terms of looking at how we can operate summer football.

The facility grant programs that I mentioned earlier that will open up during this year are vital for our community and putting in place a fantastic legacy program with the government will be absolutely vital.

So, I think that they’re the key things that we want to be focusing in on, not just for after this pandemic but now. Because they’re so vital to the future of the game and with the Women’s World Cup coming up, it’s really a once in a generation opportunity to capitalise on having such a massive event here.

The legacy starts now – we’ve already seen a significant increase in female players and a 15% increase in female referees.

Q: How do you see the responsibilities of the state federations evolving over the next few years?

Stuart Hodge: I think that state bodies play an important role in the whole structure of football in Australia. There was an announcement that Football Australia had made that collectively we’re looking at a review into the game and looking at how the game is operated. And I think what’s really important is that we have clear roles and responsibilities across the different areas of the game.

Every aspect of the game plays an important role. And I think if we can get clarity and alignment together then I think we can see football reaching its potential here in Australia.

Q: What do you want to say to the Football NSW community during this tough period?

Stuart Hodge: I know it’s a difficult time at the moment for everybody, but if there’s a general message out there that I’d like to say to the football community of NSW that they stay strong.

When football resumed last year and I visited clubs, the overwhelming feedback I received was how playing and being involved at a club was a huge boost to the mental health of participants.  We appreciate the physical benefits of sport, but the mental side of it is vital.

I want to thank everybody, especially the volunteers, for their understanding and patience during this difficult time and we wish everybody to stay safe as well. We can’t wait to have everybody back on the field in the near future.

Previous ArticleNext Article

Beyond the Pitch: Miyuki Kobayashi on the Real Challenges Facing Japan’s Women’s Game

Last week, Soccerscene spoke to pioneer of women’s football in Japan, Miyuki Kobayashi, about the game’s development in Japan and the intersection between sporting and social change in the country.

 

Talent, quality and recent silverware

After Japan’s recent AFC Women’s Asian Cup victory in the final against Australia, the women’s national team solidified its standing as the No.1 team in Asia.

Throughout the last 15 years, Japan’s women’s national team has grown into a formidable opponent, boasting a World Cup trophy, an Olympic silver medal, as well as three AFC Women’s Asian Cups.

The talent is undeniable. The quality is unwavering. And the team shows no signs of slowing down.

But these victories and trophies on the world stage wouldn’t be possible without the leaders behind the scenes – none more so than Miyuki Kobayashi, former WE League Board Member and current JEF United Ladies Scout and Academy Chief.

 

Laying the foundations

Kobayashi has led the charge for women’s football in Japan, promoting not only a sport which values success, but one which empowers female footballers across the nation.

“At university, not many girls were playing and we didn’t have an official team. I went to the US and the environment was so different,” Kobayashi explained.

“That opened my eyes – women can play. That’s how I started the women’s soccer league when I came back: to make an environment for girls to play.”

Thus, accessibility and opportunity became driving factors behind Kobayashi’s work, not only for those on the pitch, but for those in the dugout.

“I got involved at the JFA (Japanese Football Association) to promote women’s football. We wanted to create the opportunity for women to be coaches.”

“They are coached by men all the time, so even when the top players leave the football world, they never think to be involved.”

Furthermore, as a former coach of JEF United Ladies Youth and General Manager, Kobayashi was intent on employing as many female coaches as possible. It was not merely a personel change, but a challenge to widespread social attitudes.

“When I started to employ female coaches, the girls’ parents asked why the coach wasn’t a man. But gradually, we started to make it equal – they didn’t talk about the gender, but about the quality of the coach.”

 

The mission to empower

In 2011, the same year Japan’s women won the World Cup, the domestic league was yet to become professional. Known as the Nadeshiko League, players would work during the day and train in the evenings.

The transition from an amateur to the current professional league required time, resilience and a change in perspective.

“The sports world in Japan is more traditional – it is dominated by men,” said Kobayashi.

“If you want to make the environment even, or (want) more women to come into the (football) world, you can change the mind of the players.”

Since 2021, the WE League has embodied a sense of growth and positive change for the women’s game. In name and nature, it looks to empower players, coaches and all involved in the industry.

“I was in charge of mission achievement for women’s empowerment. We wanted to educate the players, to inspire girls and women who watch the game.”

However, the drive to empower women in football was not without backlash and challenges.

“Some people don’t like that word: ’empowerment’. It’s too strong for them. Some women really appreciate it, but it’s not easy to change the mind of society through football,” Kobayashi admitted.

 

Growing and attracting talent

Although WE League clubs are accelerating youth development and expanding pathways across U15, U18 and first team football, Kobayashi acknowledged that the overall product must improve to bring foreign players to Japan and entice homegrown talent to stay.

“Most of the national team players go to Europe or North America. I don’t say it’s a problem, but from a young age, girls who can play in the WE League want to go abroad,” Kobayashi outlined.

Indeed, when looking at the starting XI in last month’s AFC Women’s Asian Cup final, only one player – Hana Takahashi – plays in the WE League.

But the key to attracting domestic and international players to the WE League, is aligning financial investment and industry attitudes.

“The reason why women’s football has developed in European countries is the social thinking – you have to be equal and have the same opportunities as men in football. The Japanese way of thinking, especially in the football world, is not that at all,” Kobayashi continued.

“When I speak to people at Spanish clubs, women’s football is not a charity, but an investment.”

“We have assets. We have good, young players, but we’re exporting them, so we need to import too.”

Indeed, Spain is a perfect example of what can happen when investment becomes intentional, not optional. Back-to-back UEFA Women’s Nations League titles, 90% television viewership increase since 2016, and record-breaking crowd numbers reflect what can happen when the industry aligns in vision and commitment.

Japan has the players to compete against any nation in the world. Purposeful investment, combined with its overall quality of players and style, could transform the WE League into a true, global powerhouse.

 

The vision for the future

Moving forward, Kobayashi hopes that girls progressing through JEF United’s academies develop confidence and resilience, whether as players or people.

“We want to make the girls – even if they aren’t in JEF United – continue playing football and continue to be leaders,” Kobayashi said.

“Some of them have a dream to be a coach or a leader off the field too, so that’s one of the attributes we want to develop.”

This resilience, reflected by the club’s ‘never give up’ philosophy, is testament to the vision of empowerment championed by Kobayashi across the women’s game.

Even in the face of social obstacles and a lack of financial investment, perseverance and hard work is at the bedrock of women’s football in Japan. It is not just that these values exist, but that they are consistently manifested on and off the pitch, which can show future generations that football is a sport for all – men and women alike.

 

Final thoughts

There is no limit to what the WE League and the national team can achieve if given the resources it deserves. All the ingredients are there: individual quality, a distinct playing style, football philosophy and ambitions to grow.

By following the example of industry leaders like Kobayashi, women’s football in Japan can hopefully continue to make waves of impact – in the sporting landscape and society as a whole.

Football NSW releases $600,000 towards Grassroots Grants to meet Participation Pressure

The Victorian State Government has announced new grants and funding for 11 new community infrastructure projects for local football clubs, totalling $3.8 million.

Sixty-five football clubs across New South Wales have secured a combined total of nearly $600,000 in funding through the NSW Office of Sport’s Local Sports Grant Program. It follows as a result of Football NSW’s scale of demand for community sport support and the growing pressure on clubs struggling to keep pace with surging participation.

The grants, covering 69 individual projects across the Football NSW footprint, will fund facility upgrades, equipment purchases, participation programs and accessibility improvements: the unglamorous but essential infrastructure that determines whether community clubs can function at the level their members require.

The Local Sports Grant Program made up to $4.65 million available statewide in 2025, with $50,000 allocated to each electoral district and individual grants capped at $20,000. Football’s share of nearly $600,000 reflects the sport’s status as the largest participation code in NSW, and the degree to which that status has not always been matched by corresponding investment in the facilities and resources required to sustain it.

Volunteers carrying an unsustainable load

The announcement arrives against a backdrop of mounting pressure on the volunteer workforce that keeps community football operational. Across NSW, thousands of volunteers dedicate significant unpaid time each week to administration, ground preparation, canteen operation and the logistical demands of running competitive junior and senior programs. As participation numbers climb, driven in part by the sustained visibility of the AFC Women’s Asian Cup and the legacy of the 2023 FIFA Women’s World Cup, those demands have intensified without a corresponding increase in the resources available to meet them.

“As the largest participation sport in NSW it is pleasing to see almost $600,000 will be reinvested back into supporting our players, coaches, referees and volunteers to improve the football experience across our community clubs,” said Helen Armson, Football NSW’s Group Head of Strategic Partnerships and Corporate Affairs.

The equity dimension

The distribution of the grants across 65 clubs and 69 projects also speaks to the geographic breadth of football’s footprint in NSW, and to the uneven distribution of resources that has historically characterised community sport in this country. Clubs in outer metropolitan and regional areas tend to operate with smaller budgets, older facilities and thinner volunteer bases than their inner-city counterparts. Grant programs structured around electoral allocation, rather than club size or existing resource base, provide a degree of equity that market-driven funding cannot.

The kinds of projects funded under this program disproportionately benefit clubs serving communities where the barriers to participation are highest. A club that cannot offer adequate facilities or equipment is a club that turns players away, often without intending to.

Football NSW has used the announcement to call on the NSW Government to maintain and extend its investment in the sport. “We urge the government to continue to invest in football,” Armson said, in the midst for a nation-wide push for a $343 million decade-long infrastructure fund to address the facilities gap across the state.

The nearly $600,000 secured through this round is meaningful. Against the scale of what is needed, it is also a measure of how far the investment still has to go.

Most Popular Topics

Editor Picks

Send this to a friend